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040			_bEnglish _ctbs
041			_aEnglish
245			_aThe Burberry business model: creating an international luxury fashion brand _c/ Christopher M. Moore; Grete Birtwistle
246			_aInternational Journal of Retail & Distribution Management (2004) 32 (8): 412–422.
260			_bInternational Journal of Retail & Distribution Management _c2004
362			_aInternational Journal of Retail & Distribution Management (2004) 32 (8): 412–422.
520			_aThe performance of the British fashion brand Burberry has been determined largely by the adoption of business models which, on occasion, have been detrimental to the company's performance. For the financial year ending 31 March 1998, Burberry saw its annual profits drop from £62m to £25m, leading financial analysts to describe it as “an outdated business with a fashion cachet of almost zero”. However, from 1997, at the instigation of a newly appointed chief executive, Rose Marie Bravo, Burberry has radically re‐aligned its business model and has enjoyed, as a result, significant improvements in its business performance. Drawing from extensive documentation that was published by Burberry in support of their initial public offering (IPO), this paper will provide a review of the history of Burberry; evaluate Burberry's re‐positioning strategy as defined by the firm in their IPO prospectus; and critically delineate Burberry's current business model.
630		0	_a​​MSc Fashion & Luxury Marketing - Branding in the Fashion & Luxury industry​ _926041
630		0	_a​​MSc Fashion & Luxury Marketing - Understanding Fashion & Luxury Markets and customers​ _926039
650		0	_aFashion _91004
653			_aPremier brands
653			_aBrand management
700			_aBirtwistle, Grete _925856
700			_aMoore, Christopher M. _925857
856			_uhttps://www-emerald-com.hub.tbs-education.fr/ijrdm/article/32/8/412/241157/The-Burberry-business-model-creating-an
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999			_c4931 _d4931